![Until Bali Flat is created [Extra Edition] The story of a salesman who was deprived of his general manager (2) ~SMAP disbanded~](https://ckmediastgstr.blob.core.windows.net/uploads/yoshioka0_569025f8ff.jpg)
Translated from 日本語 • View original Hello! This is Yoshioka. April 2020 blog "Until Bali Flat was created [Extra edition] The story of a salesman who was deprived of his general manager (1) Challenge to Europe"More than two years have passed since I wrote it. During that time, many members joined, but some people left the company. It's great that each of us finds a new path and moves forward. However, it is still sad to see the friends who fought with me leave, and the thought of not being able to do something always crosses my mind. What kind of bond will connect us strongly? Will you make the company even stronger? The sadness of thinking about the person who is leaving and the feeling that I will look forward to this place. With such conflicts in mind, I would like to write this blog.
My thoughts and conflicts until the moment I made it flat
The exchange at the moment when the buri flat was born is "Until the burr flat is made (5) - The story of the moment the buri flat is made~"As stated in the article.
When Mr. Koizumi returned from a long business trip to India, he thought, "Well, the original department is already run by a young person, so what should I do?", but from the ISAO point of view, I didn't want to create a new department unnecessarily for someone.
However, how to treat Mr. Koizumi, who is a great contributor to ISAO, was a big challenge.
I couldn't think of a good idea at all, but another manager suddenly said to me.
"Why don't you stop the manager anymore?"
Huh? I was quite surprised. This is because even though the middle management job has decreased, the general manager still has the role of organizing the department and functions as a manager.
He continues:
"This company requires productivity work without almost everyone managing it, and everyone is growing because of that, and in that respect, being a general manager is a hindrance. It would be better for the company and for us to be in a flat position like the other members."
I see...
Until 2015, I was the general manager of the sales department. Forecasting, project progress, member follow-up and evaluation, etc., were the main tasks of middle management. By this time, various communication and activities between members were frequently posted every day on the company's SNS "Goalous". For example, if you don't understand something, someone posts to Goalous and asks a question. Some people answer that. A single post can cause a chain reaction of topics and generate new ideas. There are people who don't hide their worries, and of course there are people who support them. A culture was beginning to be established in which not only top-down information such as management policies and business performance, but also bottom-up information was shared through Goalous.
As I witnessed the information becoming more open and collaborating with each other spontaneously, I began to question my role and the value of my existence. And this question grew bigger and bigger day by day.
When I was having such a conflict, there was a conversation like the one above, and I reacted immediately.
"Why don't you stop the manager anymore?"
My thoughts were like this.
**"As a member, I want to change something with everyone across departments! **
An important partner for Bali Flat "Open"
What I valued before the birth of Bali Flat in Colorkrew was open. Looking back, I feel that this was exactly the Spirits that changed me. Be open not only about the company's information, but also about your work and thoughts as much as possible. Can you imagine? I'm not the type to be so reserved, but I never told the other person in detail what I thought. It was troublesome and sometimes angry. It won't change even if you say it! I also thought. (Looking back now, I feel sad for thinking like that.) The guy who is open to me like this will attack me hard! Fear
Now, I think the strongest combination of "Open & Bali Flat" is the ultimate soul of Colorkrew. The main point of the vari flat is the four zeros. Departments, positions, hierarchies, and information disparities. Open supports Bali Flat as "zero information gap".
My current conclusion after experiencing "Bali Flat"
Now that I have been doing variflat for 7 years, I simply don't think that the hierarchy pair is variflat as an organizational type. It's true that Bali Flat has overwhelming opportunities for each member to take on challenges! There is a strict aspect that it is up to you whether you can grasp it or not, but no one will interfere. But I don't think that because it's a hierarchical organization, you can't change the company. For me, who grew up in a hierarchical organization, I think that the resistance forces for me have grown me in a way, and the successful experience of overcoming it and achieving it was an irreplaceable joy and reward. So what is a buri flat?
In my opinion, Bali Flat is a place that makes you feel the following things undeniably.
- Can you really face your own challenges and growth?
- Can you really trust and communicate with your colleagues in the company?
- Are you a comrade who wants to work together on a vision?
I would like to write about the background to this point in another blog.
"SMAP" Birth and Dissolution
Since October 2015, when Bali Flat was launched, Colorlrew has become a project system and there are no departments/positions. Together with everyone on the sales team, we decided to come up with a name for our project.
"I like the Sales & Marketing Project!"
"SMP for short?"
"No, let's leave the a after M in capital letters and make it SMAP!"
In this way, the name of the sales project was decided to be SMAP. The project leader existed as a role to make the project stronger, so I became Yoshioka, the SMAP leader.
Now, even though you have become a leader, how can you demonstrate your value and contribute to the team? I continued to worry. As a result, whenever an opportunity arose in addition to my main business, sales, I immediately raised my hand and jumped in randomly.
✓ May 2016: Business trip to Singapore
At that time, I took on the challenge of supporting the launch of the parent company's cloud business! Aside: I want to learn the fun of working abroad and work abroad again! I started to think.
✓ July 2016: Logical Thinking Training Lecturer
As a 99% passion who does not have the ability to think logically in the company, I took on the challenge of making external training in-house! Digression: I have also taken the past three external training courses in logical thinking.
✓ November 2016: Became a project leader for the introduction of a new personnel system
Challenge to introduce a new personnel system to complement Bali Flat! Digression: A long time ago, I once said to Keishi, "Let me be in personnel!", but he refused, saying, "I can't really entrust you with personnel...". Laughter
Through these challenges, I was able to enjoy my work. But in the back of my mind, what about SMAP, which is always my main job? The conflict continued. Are you demonstrating the value of your existence as a leader? Is it okay to feel like this?
Finally, I decided to disband the sales project. SMAP is disbanded. In December 2016, we held a disbandment concert at the year-end party. Laughter
With the dissolution of the sales project, I stepped down as sales leader and changed my mind in 2017. I was supposed to immerse myself in sales, human resources, and training...... That summer, that big incident would break out.
The third installment is titled "Behind the Scenes Personnel Committee" that shocked me!
See you next！